Mind Your Own Business

First published 2013

by The O’Brien Press Ltd12 Terenure Road East, Rathgar, Dublin 6, IrelandTel: +353 1 4923333 · Fax: +353 1 4922777 Email: [email protected] · Website: www.obrien.ie

ISBN: 978-1-84717-547-2

Text © Feargal Quinn 2013; editing, typesetting, layout and design© The O’Brien Press 2013.

All rights reserved. No part of this publication may be reproduced or utilised in any form or by any means, electronic or mechanical, including photocopying, recording or in any information storage and retrieval system, without permission in writing from the publisher.

British Library Cataloguing-in-Publication DataA catalogue record for this title is available from the British Library

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Layout and design by the Little Red Pen, DublinPrinted and bound by Colorman (Ireland) Limited, DublinThe paper used in this book is produced using pulp from managed forests.

v

Preface xi

1 Set the tone Learn to lead by example 1

2 Dare to be different Being extraordinary means being willing to break from the ‘done thing’ 13

3 Ah, go on, humour me Why having fun makes good business sense 21

4 Recession as opportunity Avoiding ‘Can’t See the Woods for the Trees’ Syndrome 31

5 Sometimes love just ain’t enough! Replacing perspiration with inspiration 43

6 Denial is not just a river in Egypt Why doing nothing is not an option – keep calm but don’t carry on as before 53

Contents

vi Contents

7 First impressions count Learn to overcome your image problem 65

8 It’s a listening thing Don’t make aliens of your customers 77

9 Make heroes of your staff Delegate, delegate, delegate 97

10 Take risks Why failure should always be an option in your business 115

11 Of TOGs, DOGs and HOGs How silent service is key to your business 133

12 Become a true destination Why your customers should always pass your competitors 143

13 Overcoming the hand of history Respecting tradition while valuing innovation 161

14 Take precautions The importance of responsible family planning 175

15 Have the conversation Don’t let unspoken words threaten the future of your business 187

viiContents

16 Why Bono is right Sometimes you can’t make it on your own – learn to stand on the shoulders of others 199

17 Small can be beautiful Become a master craftsman at whatever you do 215

Epilogue 227 Acknowledgements 231

Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed.

Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death.

It doesn’t matter whether you are a lion or a gazelle: when the sun comes up, you’d better be running.

(African proverb)

1

1

Set the tone

Learn to lead by example

The very dignified gentleman who approached me in the hotel car park was unmistakable. The former President of Ireland, Dr Patrick Hillery, had been studying me intently from a distance, without my knowing it.

I had been absent-mindedly picking up some litter out-side the Marine Hotel in Sutton, across the road from the Superquinn Support Office, when the President spied me.

‘I used to do the same, at the Áras, you know. If I saw a piece of litter I would go around and pick it up myself. And if I saw another bit a little further away, and another a bit further on I would pick them up too. Then I got ticked off

Mind Your Own Business2

by the security and the Áras staff. They told me I didn’t need to do it because I was the President.’

Of course, like the Áras, the Marine Hotel employed people to look after litter in its outside areas too.

So why on earth was I picking up the litter? An American friend of mine, Fred Meijer, had a big

supermarket chain in Grand Rapids, Michigan, until he passed away in 2011 at the grand old age of ninety-one.

Some years previously, a group of us went to see him, and he showed us around. Fred was probably in his eighties at the time.

His father Hendrik was a barber with a small grocery shop above his salon, and his mother started off selling gro-ceries too. In the 1940s, when Fred decided to go into busi-ness with his father, they started selling groceries on a larger scale.

Fred was a true innovator, and the quintessential self-made man.

In the 1960s he was the first to introduce the concept of the hypermarket, combining a grocery store with a gen-eral discount merchandise store, to the USA. It was a model that would subsequently be copied by Sam Walton, founder of the giant Walmart chain, amongst others.

In time, the company successfully expanded, until it became a major regional employer. With over 200 stores and more than 170 gas stations in Michigan, Ohio, Indiana, Illinois and Kentucky, Fred Meijer’s company continues to handle its business based on the simple philosophy of Fred’s

Set the Tone 3

father, Hendrik. This was to ‘Take care of your customers, team members, and community … And all of those will take care of you, just like a family.’

It is not a coincidence that the company’s slogan to this day is ‘Higher Standards, Lower Prices’, while its motto since its foundation in 1934 is ‘Customers don’t need us, we need them.’

As we went around his warehouse during our visit, I asked Fred various questions about his way of doing busi-ness. At that stage, the company had 170,000 employees.

I asked him about the intricacies of how his delivery trucks worked. His response remains with me to this day.

‘Feargal, I don’t know. When a company gets this big, sometimes all I can do is set the tone.’

Fred was true to his word on this, in everything he did. As we went around his shops together, Fred never parked in a good car parking space; he always parked at the back of the car park and walked up to the entrance.

He never walked up without wheeling a couple of shop-ping carts with him. He never walked past a piece of litter or paper on the floor, even in the car park, without picking it up (much like President Hillery and me).

And he never walked past one of his own employees without shaking hands with them, even though he couldn’t possibly know them all personally with such a huge number of people working there.

With his customers, he was known for giving out Fred Meijer-branded ‘Purple Cow Coupons’, redeemable for


a free ice-cream cone, to remind them he was personally grateful for their custom.

I was thoroughly impressed with all of this, to such an extent that I even copied him by handing out doughnut cards of my own.

Because essentially what he was doing was setting the tone that he wanted others within his company to follow. He was leading by example in the most wonderful way.

And it was fairly clear when you went to his competi-tors, despite the fact that they might have given just as good value, or had similar goods for sale, there was something missing.

They were not Fred Meijer!More often than not, the overall tone of a company is

set by the boss of the company. But this can have both posi-tive and negative implications at times.

A few years ago, I was packing customers’ bags at a Superquinn checkout and a man came up to me. I asked, ‘Is everything OK?’ and he said ‘Hmmmm.’ Sensing there was something on his mind, I asked him to tell me more.

He explained that when he was at the butcher’s coun-ter, he was upset to see knives being left in a wash hand basin. The sink had a sign over it saying, ‘This basin is for hand washing only.’

I said, ‘Oops, that’s an error. It was quick of you to notice.’

‘Well, I’m a quality-control inspector in the construc-tion industry. I notice slippage of standards,’ he responded.

Set the Tone 5

Seizing the opportunity to pick his brains, I asked him, ‘What’s the most important thing in maintaining standards?’

He replied straight away: ‘If the boss thinks it’s important!’And he was absolutely right.In fact, earlier in the day, I had gone to that same butch-

er’s counter to check on how it was doing. I had noticed a damaged package that I withdrew, and I noticed a customer being kept waiting, so I ensured she was looked after.

But I had missed the unhygienic knives in the wash hand basin.

The truth was that, for whatever reason, I had not put the storage of those knives high on the agenda when it came to our butcher’s counter.

And, because of my attitude, the manager of the shop, who had responsibility for 300 employees, also didn’t place it high on his priority list when it came to ensuring standards.

In turn, his butchery department manager didn’t make it a priority, meaning his thirty or so staff at the counter did not deem it of importance either.

Without knowing it, as the boss I was setting the poor standard that was being followed by the shop manager: if I wasn’t putting something high on the agenda, then my employees didn’t either.

This was a very important lesson for me to learn. By giving an example to his or her employees, the boss of any business, no matter how big or small, sends out an impor-tant message. It is this: ‘This is how I want our company and our employees to behave. See, look to me for your lead.’


If, for example, a boss is surly or uninterested because he or she is stressed out by the recession, or is perhaps overly aggressive in their approach to business dealings, this will transmit itself to his or her senior managerial colleagues and right the way down through the organisation.

But when the tone is right it permeates throughout the company in a much more positive way. And, as in the case of Fred Meijer, it can lead to a distinct competitive advantage, too.

Another way of describing the tone of a company is the culture and the values that its leaders instil in their employees.

Once, during a visit to Japan, I was invited to the open-ing of a department store. We were invited in before the shop opened. The chairman, the managing director and all senior managers arrived down to the shop floor. There they met with the heads of each department.

You could see, right around this department store, with probably a few hundred employees, groups of managers huddled around getting the message that the general man-ager or chairman had for them at 8.30 a.m.

The manager of each department then gathered his or her team around them at 8.45 a.m. They were given the message for the day, a different one each day, which helped define the tone in-store. Then in turn they spread the mes-sage to their own staff.

They opened the doors at 9 a.m., and everybody inside – the chairman, the managing director and all the other managers – began welcoming the customers as they came

Set the Tone 7

in with these messages still fresh in the employees’ ears.

Clearly, they were setting an example. And I was amazed to hear this happened every day in every shop. Because of this, the opening of the shop each morn-

ing had become an important occasion for management, staff and customers alike.

It is a brilliant example of how to ensure that every-one in your company is delivering the same message, from the bottom up, while also showing your customers just how much you value their business.

The tone within a business can manifest itself in some surprising ways, too.

If I had my way, anyone devising a sign would be required by law to have handle with care printed on their arm to remind them!

This is because the language and tenor of the signs you use around your shop can reveal a lot more about your busi-ness than you may wish. I have to sheepishly admit that is not something we always got right at Superquinn.

Some years ago, a small number of people were abusing the free parking we offered in the car park in Blackrock. So we put in a new sign that said, ‘After two hours there will be a charge of £1 per hour to park.’

The aim was to encourage only our customers to use the car park. But the sign we used was badly worded, leading to

By giving an example to his or her employees, the boss sends out an impor-tant message: ‘This is how I want our company and our employees to behave. See, look to me for your lead’


an outcry from the very people we wanted to entice in. We responded quickly, by changing the tone of the sign, but not the policy behind it.

Instead, it now said, ‘The first two hours are free.’As I say, we had not changed the thinking behind the

sign one bit. But the way we expressed the sentiments was much less aggressive. Importantly, it was also far more in keeping with the image and tone we wanted to portray in our company.

Over the years, we also had many problems with the signs at our express checkouts, which were supposed to help customers get through the tills quickly. Being honest, we could never make a sign that didn’t cause rows!

Invariably, some customers would complain if they saw others with more than the ten permitted items using this lane and would wonder why our staff did not refuse to serve them at this particular till. It was, after all, supposed to be reserved for customers who had only a small amount of shopping.

But it is also quite difficult for a checkout operator or supervisor to say to a customer who has been queuing up for three or four minutes, ‘Oh, sorry, this is the wrong queue.’ And, of course, we hated having to tell any customer looking to buy goods in our shop that they could not give us their money!

This is where a small tweak to the tone of our signs worked wonders. Instead of saying the express lane was only for ten items or under, we saw how in America some stores said ‘About ten items.’

Set the Tone 9

We changed the signs in our shops to say, ‘This lane is reserved for customers with about ten items’ and made sure they were large and very visible.

The new policy meant that customers had some lee-way to go up to eleven or twelve items in the express queue without prompting the indignation of their fellow custom-ers.

The results were immediate, so much so that it became a rare event to have somebody go through with twenty items, causing a problem.

When we eventually decided to introduce coin-oper-ated trolleys at our Superquinn shops, we did so very reluc-tantly. We felt it was a disadvantage for customers to have to fish around for the change they needed. But eventually we simply could not avoid following suit.

What really surprised me was the reaction of some local businesses to the move.

One shop put three signs on their window, saying bluntly, ‘No change for trolleys given here.’

In the face of this resistance, we stationed a trolley host with change next to our trolleys, and later with tokens, to get around the problem. Yet I still couldn’t get over the fact that the shopkeeper had put three big signs up.

One day, my curiosity got the better of me. I became so perplexed that I marched into the shop and asked the shopkeeper behind the counter, ‘Would you not be better coaxing people in rather than having these negative signs in your window?’


‘It is an awful nuisance having people coming in here, we are busy and we have to spend all our time giving change,’ was the curt response.

To my dismay, I discovered that in some of our other shopping centres, the same thing happened, with a number of shops putting similarly worded signs up. I felt, and still do feel, these businesses were seriously shooting themselves in the foot with this approach.

But Hugh Crilly, in the Blackrock hardware shop, adopted a far more positive attitude. He put up a positive sign saying, ‘We are happy to give you change for your trol-leys.’ Hugh told me he had worked out that people com-ing into his shop for change would invariably see something they wanted to buy.

He was seizing the opportunity that coin-operated trolleys had presented, in order to make more money!

And, needless to say, he made sure that the customers who frequented his shop looking for change came away with a very positive image of his business, too.

Of course, no matter what tone or wording you use, some signs simply need to be taken away and thrown in the dustbin!

I saw a sign up in a shop one time that said, ‘The fish we sell tomorrow is still in the sea.’

Inspired, we proudly put up our own version in one of our supermarkets. It said, ‘The eggs we sell tomorrow are still in the hen.’

Our customers soon let us know they did not appreciate

Set the Tone 11

this reminder of just where their eggs came from! And that sign was gone within a matter of days.

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Mind Your Own Business